A major Finnish financial services provider serving businesses, entrepreneurs and individuals, and managing tens of billions of euros in investment assets.​ The team had undergone significant changes, raising long-standing concerns about its atmosphere and well-being. Its eNPS had remained low despite organizational and operational changes, and a new team leader had recently joined.

The client organization and its key customer had experienced collaboration difficulties from the start of a long-running project, which escalated over time from a conflict between key individuals into complaints and counter-letters between the organizations. The parties held strongly diverging and entrenched views of the situation and its causes. The project's value was significant, and the escalating situation threatened its continuation.

The leadership team has changed significantly in recent years – most of its members started in their roles around the same time as the current CEO, a couple of years ago. The team consists of experienced professionals in their respective fields. Previous leadership team development work has focused on getting to know one another and building shared ways of working. The development need has now shifted to a deeper level: how to genuinely work together.

In the day-to-day reality of the retail sector, managers encounter a wide variety of challenging customer situations that directly affect the team's sense of safety and wellbeing at work. The aim of the training was to support managers in work ability management by strengthening their practical readiness and understanding of how to handle threatening and hazardous situations.

Leadership team in the​ health and wellbeing​ services industry had been through a turbulent period, and the team's composition was new and a significant transformation was being driven through the company on a fast timeline and amid demanding business challenges. While interaction within the leadership team was functioning, particular emphasis was placed on supporting team formation and developing shared leadership so that leadership could rise to a more strategic and impact

Our client has recognized that smooth interaction and feedback are essential for success at work. The judicial process is inherently dialogical and requires strong communication skills. In the development initiative, strengthening the feedback culture across the entire organization was identified as a key goal. Developing feedback skills was seen as a way to enhance collaboration, psychological safety, and learning—both at the individual and organizational level. Particular e

The client organization had observed significant tensions and communication challenges within the internal cooperation of a key team and its stakeholder interactions. The team’s situation was described as strained; wellbeing at work had declined, and a large share of the team’s energy had started to shift away from their core mission. Yet their role in supporting internal customers required strong mutual collaboration.

The client organization is redesigning the operating model of a key function. The transformation aims to unify the function and improve efficiency by renewing end-to-end processes and redefining roles and responsibilities. Planning for the renewal began in 2023, and restructuring of the organizational model took place in fall 2024. Given the magnitude of the change, the transformation is expected to take several years to complete.

A strategically important team within the client organization had experienced personnel changes in recent years and was facing new demands due to a shifting operating environment. The team had identified challenges in building trust and collaboration. Their workload had increased, and day-to-day priorities were focused mainly on typical operational requests, leaving less room for a proactive and strategic approach.